Transformations  in
Business & Economics

THE PREPARATION OF COMPANIES IN DEVELOPING REGIONS TO BECOME SOCIALLY RESPONSIBLE: MANAGEMENT CULTURE ASSESSMENT BY EMPLOYEES
Jolita Vveinhardt, Regina Andriukaitiene, Martin Grancay

ABSTRACT. The aim of the article is to identify the coherence between the corporate management culture and social responsibility of companies in the developing region, companies ' readiness to become socially responsible. The article presents management culture diagnostic principles and specifies why this process is important for companies that are preparing to implement corporate social responsibility strategy. This research aims to expand the development of the knowledge on corporate social responsibility including more than usually aspects found in literature and related to management culture, which are particularly important for the business of the country of transition economics. In order to achieve the purpose, the research based on theoretical analysis method was chosen; it helped to construct the research tool and interview 1717 employees of two production companies functioning in the Eastern European market and determine their reactions to organization management culture. The study analyses Assessments provided by the production staff; middle and top management personnel groups are analysed in the research. The research provides empirical insights what aspects of the management culture can be a barrier to the implementation of corporate social responsibility, and in what direction managerial staff of the companies has to act. It has been found that the success of the implementation of social responsibility strategy requires four directions: personal managerial staff culture, management processes ' organization culture, working conditions culture and documentation system culture. The work covers findings which provide the method for the organization how to prepare the implementation of the corporate social responsibility by systematically balancing management system, strengthening the ethical foundations and involving the support of employees as one of the interested party. The long-term results of this study may lead to the accelerated business and public interests coherence. This research satisfies the need for the researches and recommendations of the implementation of corporate social responsibility in the developing economics .

KEYWORDS: management culture, corporate social responsibility, employees, Lithuania, Eastern Europe.

JEL classification: M12, M14, M19.